This section is illustrating how organizational behavior also focuses on motivational techniques of job design and goal setting. In addition, basic psychological needs satisfaction mediates the relationship between job characteristics and optimistic or adverse work motivation.
Setting the goals for each job is important because context can affect motivation individually. As Herzberg stressed in his classic studies, job designing should be constructed following the principle of job enrichment as well as him to increase the potential of motivating factors depending on the structural characteristics of employees. (Herzberg, 1959). The principal method to job enrichment originated from the Job Characteristics Model (Hackman, J.R., & Oldham, G.R. - 2010)
A summary of the major job design applications follows,
Job Enlargement
Basically, this process involves increasing the number of tasks each employee has to perform. This allows the employee to use more skills in performing their tasks. But it hasn’t been proven that job enlargement is adequate to increase either job satisfaction or job commitment.
Job Rotation
Literally, this job design method is involving move employees from one relatively simple job to another job for a short period of time. As of this job design method, both parties can have benefits. For an instance this can reduce injuries while performing the jobs, employees can learn other tasks and it would be an opportunity to enhance individual competencies. Gradually it becomes a method of the promotion process. Even the evidence-based research point out it’s the positive impact of this method as it is sort of cross-training and developing the employees for wider responsibilities.
Job Enrichment
This technique entails enriching the job. It can describe further this way, this method is concerned with designing jobs that include a great variety of work content. On the other hand, it would be requiring a high level of competencies, delegating more autonomy and responsibility in relation to planning, directing, and controlling their own performance. Also, provide space for individual growth and balanced work experience. Actually, this vertically loads the jobs to the individual.
Finally, further, consider the researcher’s view that job enlargement and job enrichment have a negative impact on employee’s personal life as it is assuming by enlarging and enriching jobs employees are forwarding to work harder and longer hours. But those methods still consider viable approaches as most of the evidence is confirmed that both job enlargement and job enrichment are creating job satisfaction. The conclusion is management should make the decision as to who should have the potential o bare those things.
Furthermore, to make easy this process and success from the limitations Herzberg introduced some methods to implement that is Orthodox job enrichment. Richard Hackman and Greg Oldham developed this mechanism further. According to this model, it should be recognized that some job characteristics or else the job scope and the motivation, are actually the basement of this. Further, the recognized job characteristics contribute to the specific psychological status and those strengths of the employees’ need for growth of the job.
Figure – The Hackman Oldham job Characteristics Model of Work Motivation
References:
- Campion, M.A. and McClelland, C.L., 1993. Follow-up and extension of the interdisciplinary costs and benefits of enlarged jobs. Journal of applied psychology.
- Cheraskin, L. and Campion, M.A., 1996. Study clarifies job-rotation benefits. Personnel Journal, 75(11), pp.31-36.
- Johns, G., Xie, J.L. and Fang, Y., 1992. Mediating and moderating effects in job design. Journal of Management, 18(4), pp.657-676.
- Hackman, J.R., & Oldham, G.R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31, 464–479
- McShane, S., & Von Glinow, M. (2010). Organizational behavior (5th ed.). New York: McGraw-Hill.Oldham, G.R., Hackman, J.R., & Pearce, J.L. (1976). Conditions under which employees respond positively to enriched work. Journal of Applied Psychology, 61, 395–403
- Porter, L.W., Bigley, G.A. and Steers, R.M., 2003. Motivation and work behavior
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Great Blog, Agree on improving motivation by job design but creating more sense of responsibility with adequate compensation would be better practice.
ReplyDeleteThank you for your thoughts Raman. Also, the strongest support for the job characteristic model allowed the core job dimensions to have direct and indirect effects on personal and work outcomes. (Renn and Vandenberg, 1995)
DeleteGreat explanation Manomi. There is another important fact which is Job Specialization. It is well defined by Campion and Thayer (1987). Job specialization entails breaking down jobs into their simplest components and assigning them to employees so that each person would perform a select number of tasks in a repetitive manner. There are a number of advantages to job specialization. Breaking tasks into simple components and making them repetitive reduces the skill requirements of the jobs and decreases the effort and cost of staffing. Training times for simple, repetitive jobs tend to be shorter as well. On the other hand, from a motivational perspective, these jobs are boring and repetitive and therefore associated with negative outcomes such as absenteeism.
ReplyDeleteThank you for your comment. Also, Job design and its approaches are usually considered to have begun with scientific management in the year 1900. Pioneering scientific managers such as Taylor (1947) Gilbreth (1911), and Gilbreth and Gilbreth (1917) systematically examined jobs with various techniques. They suggested that task design might be the most prominent
Deleteelement in scientific management.